This empirical study investigates the mediating role of two components of psychological capital (PsyCap), namely self-efficacy and optimism, in the context of the relationship between transformational leadership (TL), work engagement (WE), and innovative work behaviour (IWB). The study was conducted among IT professionals with a minimum of three years of experience employed in Chennai, India. Data collection was executed using a Google Form, and both measurement and structural models were examined using SPSS 25.0 and AMOS 23.0. The findings of this study reveal several significant relationships. Firstly, transformational leadership (TL) demonstrates a robust positive association with work engagement (WE). Furthermore, work engagement (WE) positively correlates substantially with innovative work behaviour (IWB). Notably, the study underscores that two crucial components of psychological capital, specifically self-efficacy and optimism, mediate the relationship between transformational leadership (TL) and work engagement (WE). These findings carry valuable implications for IT company managers. Recognising that transformational leadership positively influences both work engagement and employees' innovative work behaviour highlights the pivotal role of leaders in fostering a productive and innovative work environment within IT organisations.

Aim/Purpose: ************************************************************************ After its investigation, the Research Ethics, Integrity, and Governance team at RMIT University found that the primary author of this paper breached the Australian Code and/or RMIT Policy and requested that the article be retracted. ************************************************************************** This paper aimed to examine the influence of ethical and transformational leadership on employee creativity in Malaysia’s private higher education institutions (PHEIs) and the mediating role of organizational citizenship behavior. Background: To ensure their survival and success in today’s market, organizations need people who are creative and driven. Previous studies have demonstrated the importance of ethical leadership in fostering employee innovation and good corporate responsibility. Research on ethical leadership and transformational leadership, in particular, has played a significant role in elucidating the role of leadership in relation to organizational citizenship behavior (OCB). In this study, we have focused on ethical and transformational leadership as an antecedent for enhancing employee creativity. Despite an increase in leadership research, little is known about the underlying mechanisms that link ethical leadership and transformational leadership to OCB. Because it sheds light on factors other than ethical leadership and transformational leadership that influence employees’ extra-role activity, this research is relevant theoretically. OCB may have a mediating function between ethical leadership and transformational leadership style and employee creativity because it is associated with the greatest outcomes, but empirical research has yet to prove this. So, one of the study’s goals is to add to the hypotheses about how ethical leadership style and transformational leadership affect employee creativity by using an important mediating variable – OCB. Methodology: This study adopted a quantitative approach based on a cross-sectional survey and descriptive design to gather the data in a specific period. A convenient sampling approach was used to gauge 275 employees from Malaysia’s PHEIs. To test the hypotheses and obtain a conclusion, the acquired data was analyzed using the partial least square technique (PLS-SEM). Contribution: The study contributes to leadership literature by advancing OCB as a mediating factor that accounts for the link between ethical and transformational leadership and employee creativity in the higher education sector. Findings: According to the research, OCB has a substantial influence on the creativity of employees. Furthermore, ethical leadership boosted OCB and boosted employee creativity, according to the research. OCB and employee creativity have both been demonstrated to benefit greatly from transformational leadership. Further research revealed that OCB is a mediating factor in the link between leadership styles and creative thinking among employees. Recommendations for Practitioners: Higher education institutions should focus on developing leaders who value transparency and self-awareness in their interactions with followers and who demonstrate an inner moral perspective in addition to balanced information processing to ensure positive outcomes at the individual and organizational levels. Higher education institutions should place a priority on hiring leaders that exhibit ethical and transformational traits to raise awareness of these leadership styles among employees. Recommendation for Researchers: The new study also adds significantly to the body of knowledge by examining the relationship between ethical and transformational leadership and the creativity of the workforce. It aimed to identify the relationship between transformational leadership style and individual creativity in higher education by examining the mediating influence of OCB. Impact on Society: Higher education institutions should devise strategies for developing ethical and transformative leaders who will assist boost OCB and creativity within their workforce. Students and faculty in higher education can benefit from these leadership methods by learning to think in more diverse ways and by developing thought processes that lead to a larger pool of innovative ideas and solutions. As a consequence, employees who show creative behavior may be effectively managed by leaders who utilize ethical and transformational leadership styles and motivate them to show OCB that allow them to solve creative problems creatively. Future Research: A mixed-methods approach should be used in future research, and this should be done in public institutions in developing and developed nations to put the findings to use and generalize them even further. Future research will be able to examine other mediators to learn more about how and why ethical and transformational leadership styles affect PHEI employees’ creativity.

Transformation.  

As leaders, its a prayer we pray, a decree we sing over our congregation. We cry out for a shift in holiness. We desire a change of heart, for our church to be refined by the experience of worship. It’s easy to lift up your voice to the heavens, declaring God’s goodness and mercy, but lives are changed through the act of sincere transformation.  

Stories are powerful, and when someone comes forward with a testimony, something stirs within us. We relate, we believe, we hope. And that is the power behind transformational leadership.  

I was recently listening to a John Maxwell sermon, and he spoke about this very topic. I can’t take credit for the 4 points I’m about to share with you, but when I heard them I knew it was something worth sharing.  

We can read all the books we want on the types and styles of leadership, and honestly, it will always come down to your personality and how God has called you to lead. There’s no right or wrong way. But there is a truth that remains universal, and that is that leadership calls us to live life at a higher level. Leadership that sparks change and inspires movement requires a lifestyle that leaves no room for safety or compromise.  

All transformation happens through a transformational leader. Look at Scripture, for an example. Paul experienced one of the most radical life changes we see, and without his leadership, we would be missing 13 of the 27 books of the New Testament  

The book of Acts, at its core, is about how men stood unified and influenced an entire religious movement. King Xerxes was transformed by Esther’s faith and courage. Moses led an entire nation to freedom because he made the choice to live a life of trust and risk. These biblical heroes are set apart by their intentionality.  

They chose things normal people were not choosing, they honored God in ways others were not. This is what transformational leadership is about.  

So let’s dig into what it looks like for us to be a transformational leader amongst our church and teams.  

Transformational leaders see things other people do not see.  

Remember the story of the Good Samaritan? Many leaders passed by the man beaten and stripped that day. But it was the Samaritan, the unlikely hero, that saw what others refused to see. He transformed that man’s life through the power of touch and empathy.  

Are your eyes open to ministry moments? When you begin your rehearsals, are you so wrapped up in the sound check that you miss an opportunity to bless the new vocalist with introductions? Do you purposefully interact with those who serve unseen? Do you pick up the trash that everyone seems to dismiss? Honor is shown through the noticing. Begin praying for God to open your heart and prompt you as you serve each week.  

Transformational leaders say things other people do not say.  

Again, I am reminded of the story of Esther. She was told from day one not to reveal her Jewish roots. But when it came down to conviction, she had the courage to speak truth, and she was rewarded greatly for it. Transformational leadership takes conviction and bravery. People do not follow titles, they follow courage.  

What has God planted in your heart that needs to be spoken? What song needs to be sung? What person needs to be counseled? What words need to be said to yourself? Do not fear this part of leadership. Life and death are within the tongue, so use every opportunity to speak bold life over those God’s entrusted to you.  

Transformational leaders believe things other people do not believe.  

When Lazarus passed, the mourners came in droves, and Jesus was soon informed of his friend’s death. As He approached, Martha met Him there. She ran to Him and exclaimed, “If you had been here my brother would not have died!” The passage goes on as Jesus asks her if she believes He is who He says He is. She chooses to believe and even calls out her sister Mary to voice the same. This belief led to Jesus calling for Lazarus to rise from the grave, a miracle that confirmed that family's faith and legacy.  

Sometimes in ministry, we are called to believe beyond what even our pastoral leadership can see. Attendance, salvations, offerings, healings. Transformation happens when a congregation sees its leadership believing the unbelievable. It instills hope and trust in a God that is bigger than what we see. What do you, as a leader, need to be believing over your team, over your church, over your family in this season?  

Transformational leaders do things other people will not do.  

The story of Daniel has always been a powerful one in my life. When King Darius decrees that no man should pray to anyone but himself, Daniel continues to pray 3 times a day to God. When discovered, he’s thrown in the lions' den, and I think we all know how that turned out. God honored Daniel’s obedience and willingness to do what others would not do. It took courage, it took conviction, but Daniel’s belief in God was stronger than the consequences. His heart was settled.  

There will be times where you will be asked to do what others might not do. There may be convictions or levels of lifestyle you must obey because you’ve chosen this path of transformational leadership. Your life might look more conservative, it might look more dangerous, it might look more financially minimalistic. Whatever God is calling you to do or to not do, have the courage to say yes. Have the gall to live boldly in your conviction. This will always have a ripple effect among teams.  

Transformational leadership is not easy. It is isolating at times and misunderstood. But trying to lead without a heart of transformation can only get you so far. Without the courage to see differently, speak boldly, believe audaciously, and do rightly, you set your team up for failure. So as we move into the summer months, take this time of rest and reflection. Use it to examine your heart and see what God needs from you in each of these areas. What do you need to say? What do you need to believe this year? What do you need to do that will spark change? What will you see that will lead others' eyes to open? Ask God to transform your heart during this season, and watch as it transforms your leadership.